COMMERCE 1BA3 Chapter Notes - Chapter 9: Organizational Commitment, Transactional Leadership, Contingency Theory
20 Nov 2016
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Document Summary
Influence particular individuals exert on the goal achievement of others. Strategic leadership: ability to think strategically, work with others to create viable future for organization. Informal or emergent leaders: exert influence through perception of others. Trait theory of leadership: leadership depends on personal qualities/traits of leader: limits: Consideration: approachable, personal concern and respect for employees: more important when goals and methods clear. Initiating structure: concentrates on group goal attainment: more important if situation unclear, high pressure, employees lack skill/knowledge. If task intrinsically satisfying, both behaviours less important. Leader punishment behaviour: reprimands, unfavourable assignments, no rewards. Fiedler"s contingency theory: effective leadership contingent on situation: least preferred co-worker (lpc): someone with whom a leader has had a hard time accomplishing a task. Lpc score reveals traits that reflect motivational structure. Unfavourable lpc means task-oriented: situational favourable: amount of influence leader has. Impacted by leader-member relations, how structured tasks are, formal authority. Fiedler"s cognitive resource theory (crt): stress blocks rational leadership.
